Digitalization POV WhitePaper en 1

Talent in the
Digital Era
Attracting, retaining, and

managing digitally proficient
talent for today’s business
environment
Talent in the Digital Era
Contents
The Future of Work in a Digital Era.............................................................................................................3
Digital Proficiency: New Talent or New Contexts?....................................................................................5
Continuous Learning and Innovation....................................................................................................6
Insightful Analytics...................................................................................................................................6
Network Performance.............................................................................................................................7
Execution Excellence...............................................................................................................................8
Special Focus: Digital Leaders................................................................................................................9
Ensuring Digitally Proficient Talent.......................................................................................................... 10
The Digital Era is Now................................................................................................................................ 11
About SHL................................................................................................................................................... 11
Appendix: UCF Competency Mapping..................................................................................................... 12
© 2019 SHL and its affiliates. All rights reserved. TA1800445 2 This study may not be reproduced or redistributed without the expressed permission of SHL.
Version: 3.0 | Last updated: 25 January, 2019
The Future of Work in a Digital Era

Transformation is occurring everywhere. Automation is reshaping entire industries. Artificial
intelligence is on the rise. Jobs – how, where and when we work – are profoundly changing. The
future of work is now and it’s rooted in a tidal wave of digitalization.
The extent of digitalization and its impact are unparalleled. According to a recent survey, 87%
of business executives agree that digitalization is a priority for their company. And, they expect
its impact to grow: 67% of those same executives believe their organizations must become
significantly more digitized to remain competitive. Some industries are affected more than others
(such as IT and Financial Services), but more than 50% of all organizations in every industry say
that digitalization is a priority.i This is a fundamental transformation of entire industries and
economies that will take years to unfold.
Given all the changes being driven by digitalization, it’s important to be clear on its meaning. At
SHL, we view digitalization as the use of digital technologies to develop a new business model
grounded in deep customer insight that provides new revenue and value-producing opportunities.
The move toward digital, customer-first business strategies, products, and services alters how
organizations operate, how work gets done, and the contexts in which employees do their jobs.
In other words, it creates a new digital business environment. The four key characteristics of this
environment identified by Gartner are shown in Figure 1.ii The customer is at the center, and work
is far less structured and predictable and more collaborative than ever.
Figure 1: Characteristics of High Digital Environment
1 High degree of change Competitors’ strategies are constantly changing.
Technology used in the industry is rapidly evolving, and market opportunities in the
2 Technology intensive
industry are frequently created by technology changes.
High degree of business Transforming the business model (i.e., significantly altering how the business creates or
3 tranformation captures value in the marketplace) is a business imperative.
Introducing or significantly improving a process or product in a way that changes

4 High degree of innovation
competitive positioning is a business imperative.
Source: Gartner, Leadership in the Digital Age, 2017
A digital business strategy is enabled through talent, placing people at the heart of the business
agenda. Across all industries and continents, talent attraction, talent management, and leadership
development have become issues of significant global concern. It’s no surprise therefore that 57
percent of Chief Human Resource Officers say that attracting and retaining digital talent is one
of their top HR initiatives.iii And, nearly two-thirds of HR leaders (66%) globally report that their
organization is considering what impact digitalization will have on current and future roles.iv
Increasingly, organizations are finding it difficult to attract, hire, develop, and retain the talent they
need to meet their business objectives.
But, is the “right” talent fundamentally different today than yesterday? This is not a new challenge;
talent shortages and skills gaps have been a recurring challenge for business leaders and HR
leaders for several decades. And, there is little doubt that digitalization is placing greater pressure
on matching the right employees with the right jobs, and ensuring they are as productive as
possible. However, myths about what that talent looks like are everywhere, driven largely by
hype or intuition. Today’s more complex, digital, customer-oriented, and increasingly globalized
world means that objective, science-based people insight is more important than ever to making
informed decisions about talent.
Three Digitalization Myths
Digital Talent Myths

Many employees in our current
Agility is the most important attribute We need a new HiPo model
workforce aren’t employable because
of digitally proficient talent. because of digitalization.
they lack technical skills.
Prevailing View
• Agile employees can perform • Digitalization requires a different • With the rapid change of
effectively in any role using any kind of leader. So, we need to technologies, most employees
technology in any situation. identify and develop a different can’t acquire the technical skills
• A static set of leadership type of HiPo. they need quickly enough.
competencies will enable leaders • Given the uncertainty of future • Technical skills are the most
to become “agile” and perform leadership roles, we need to find important capabilities employees
effectively in any digital context. HiPos who are agile and perform need to succeed in a digital
• Learning agility—the ability and in any leadership role. business environment.
willingness to learn rapidly—is
the key to unlocking all other
competencies required by
digitalization.
Digitalization Realities
• The ability to adapt to ambiguity, • Across all work environments, SHL • While most jobs will require
new ways of doing things, research finds the most promising technical skills, most of the
different cultures, and change HiPos demonstrate the aspiration competencies required to be
is an important attribute for and engagement (in addition successful in digital business
any employee in today’s rapidly to ability) to perform in future environments are not technical
changing work environment. leadership roles.viii skills.
• However, research shows • The core competencies of • Due to the growing use of
providing more experiences successful leaders have not digital technologies outside the
doesn’t build full agility and changed; rather the ability to workplace, most individuals have
increases turnover risk.v apply their competencies to digital technical skills that can be used in
contexts is especially critical. the workplace.
• Flexible and agile leadership
systems that can be easily • Organizations should focus on • Most of today’s employees (70%)
adapted to new challenges in the defining the specific challenges consider themselves to be experts
environment are more important the digital context will pose on a or fully proficient with their work-
than agile leaders.vi HiPo’s next role and then align supplied digital technology.X
development experiences against
• How rapidly employees learn
the challenges to build their
matters far less than how
readiness.
effectively they apply what they
learn.vii
Digital Proficiency: New Talent or New Contexts?

The idea that digitalization is a force leading to fundamental changes in every organization
and industry raises the essential question of whether the talent they need to succeed is also
fundamentally different. Technology pundits, futurists, and leading consulting firms are
forecasting the demise of millions of jobs through increasing automation and the rise new jobs
that work with these technologies, and the processes, products, and services they enable.
While the evidence to date overwhelmingly supports the view of a massive structural shift in nearly
every labor market, there is little evidence that the skills and competencies required to perform
in these roles are entirely distinct from past roles. Rather, certain competencies have become
more important for more roles, while others have declined (but not vanished) in importance. In
every case, they are well-known competencies that are now being applied to different processes,
information, and resources in the context of new challenges (e.g., greater ambiguity or more
customer focus). To quote a familiar saying, they are “old wine in new bottles”.
From working with hundreds of organizations and the millions of individuals and leaders they
are looking to attract, retain, and manage in high change, digital business environments, SHL has
identified four primary digital talent objectives they tend to share (see Table 1).
These key objectives set the requirements for the profile of the digital talent organizations need
to succeed. We consider individuals with this profile to be “digitally proficient”. Digital proficiency
is the ability to engage in the behaviors (or competencies) necessary to perform well in a digital
business environment. These competencies, if nurtured in the right ways, are key to propelling
business growth and developing new markets and products. It takes individuals with these
competencies to be able to develop and recognize the implication of a new idea, process or
practice, advance new inventions and embrace a shared future with technology. (More detailed
descriptions of these competencies and associated behaviors can be found in the Appendix.)
Table 1: Profile of Digital Proficiency
Digital Talent Objectives Digitalization’s Impact Key Competencies*
Continuous Learning and The rapid pace of change associated with digital business ●● Learning
Innovation environments and transformations requires employees and ●● Adaptability
leaders who can adapt, learn effectively, and innovate to drive ●● Creativity and Innovation
their organizations forward. ●● Strategic Thinking
Insightful Analytics The explosion of new digital tools and the exponential growth
●● Applying Expertise and
of data and information require employees who can apply their Technology
analytical and reasoning skills to effectively use those tools and ●● Critical Thinking
data to create insights that produce results in a wide range of
contexts.
Network Performance The increased interdependence of work and stronger emphasis on

the customer experience in digital business environments requires ●● Collaboration
employees who can develop productive relationships, collaborate, ●● Building Relationships
and influence others to boost the performance of their colleagues ●● Influence
and customers. That is, they deliver digital network performance.
Execution Excellence The pressure for sustained top-line and bottom line financial ●● Decision Making
growth of digital businesses requires employees and leaders who ●● Planning and Organizing
are action-oriented, decisive, pragmatic, and efficient in achieving ●● Delivering Results
their performance goals and objectives. ●● Initiative
* From SHL’s Universal Competency Framework™.
Certainly, there is no shortage of terms and phrases du jour for referring to digitally proficient
talent—digital readiness, digital dexterity, digital aptitude, or digital savviness, to mention a few.xii
However, a short examination of the skills and competencies they encompass will reveal they
are largely the same. In addition to a set of technologically-oriented skills, these profiles consist
of competencies previously known and shown to drive the performance of most employees:
complex problem-solving, creative thinking, cognitive abilities, social skills, and process skills.
They are often made more relevant by referencing a more modern vocabulary such “agility” and
“intelligence”.xiii
We use the lens of digital talent objectives to put these long-standing skills and competencies in
perspective when assessing the impact of digitalization on employees and leaders. The objectives
all start with the most critical digital contexts (inside and outside organizations) and then illustrate
why and how these competencies drive productivity in those contexts. Below we describe in more
detail why these digital talent objectives matter.
Continuous Learning and Innovation

Continuous Learning and Innovation is the digital talent priority borne out of the unrelenting
pace of change in digital business environments. Organizations are constantly changing: 98% of
employees report significant changes to their business in the past four years. Most of the jobs
that people have and the products and services their organizations provide today will be markedly
different three to four years from now. Digitally proficient employees must not only keep up with
and adapt to change, but also drive change toward high levels of performance.
In the language of SHL’s Universal Competency Framework™, the primary competencies
employees need to perform against this priority include: 1) learning, 2) adaptability, 3), creativity
and innovation, and 4) strategic thinking. In a context of frequent change, ambiguity, and
uncertainty, the digitally proficient employee efficiently acquires new knowledge and learns new
skills, can work productively in uncertain environments, embraces and adapts to change, and
anticipates and reflects on new experiences.
This employee also uses what they’ve learned to apply original and innovative thinking to produce
new ideas and create innovative products and processes, question assumptions, and imagine
future possibilities. He or she thinks strategically (within his/her area of influence) and broadly,
considers issues that drive performance today and in the future, proactively seeks opportunities
to introduce change, and develops strategies to achieve critical outcomes.
Insightful Analytics
The optimal use of data and information is the objective most likely to come to mind when
considering what digitally-proficient employees need to acheive. It’s almost a given that it should
be included in any model or perspective of digital talent. The explosion of new digital tools and the
exponential growth of data and information has already been mentioned (and well-documented
elsewhere). For example, the World Economic Forum predicts that, by 2022, 85% of respondents
are likely or very likely to have expanded their adoption of big data analytics.xv Many models
operate with the assumption that these new tools and types of data require entirely new types of
employees. Certainly, their form and nature have been, and are, rapidly evolving.
However, the call for new competencies for working with technology, information, and data goes
back many decades. In fact, the concept of “information literacy” was first termed as far back
as 1974. This early definition focused on the ability to apply techniques and skills to obtain and
use information in applied work situations and for solving problems. In the 1980s, definitions of
information literacy further evolved and began to reference the proliferating information and
communication technologies of the time.xvi Likewise, the importance of “data literacy”, another
synonymous term, was identified over 35 years ago. Over time, as technologies became increasing
digital (instead of mechanical or analog), the language has drifted toward terms like “digital
literacy”. Paul Gilster introduced the concept of digital literacy as it is currently understood in 1997
simply as the “ability to understand and to use information from a variety of digital sources.”xvi
More recently, the American Library Association formalized the definition of digital literacy as
“the ability to use information and communication technologies to find, evaluate, create, and
communicate information, requiring both cognitive and technical skills.” xviii
The primary competencies employees need to perform against this priority are: 1) applying
expertise and technology and 2) critical thinking. An employee who performs well on the first
competency is able to use information and communication technologies to identify, find, evaluate,
create, and communicate information. This person quickly combines and organizes information
into clear patterns. To succeed in this area, however, employees need more than the ability to
process information; they need higher order capabilities to apply judgment to and draw insights
from the technologies and information. In other words, they need critical thinking. The employee
who is proficient at this competency differentiates between relevant and irrelevant data points,
identifies underlying relationships, causes, and effects, and combines pieces of information to
form conclusions or general rules. This person can systematically and analytically challenge data
and use judgment to counterbalance against his or her own intuition.
Network Performance
The digital talent objective involving Network Performance is probably the broadest, but also
most overlooked area for success in the digital business environment. It’s easily taken for granted,
since nearly every job requires some interaction with other individuals, whether inside or outside
an organization. However, the digital environment places even greater emphasis on leveraging
relationships. Much like the services digital businesses offer, the work activities and processes of
these organizations are heavily interconnected or networked. It places a premium on network-
driven performance that relies on the contributions employees make to help one another
accomplish their tasks. Network performance has been shown by SHL and Gartner research to
increase exponentially the more people, systems, and processes are connected.xix
Figure 2: Relative Importance of Network Performance for Business Unit Profitability
100%
Non-Network Performance
Network Performance
51%
Business Unit Profitability
Relative Importance to
78%
50%
49%
22%
0%
2002 2012
n (2002) = 13,047; n (2012) = 23,339

Source: Gartner 2002 Corporate Leadership Performance Survey, Gartner 2012 Corporate Leadership Council High Performance Survey.
The primary competencies employees need to perform against this priority include: 1)
collaboration, 2) building relationships, 3) influence, and 4) communication. An individual who is
digitally proficient promotes cooperation, knows when to step into a team leadership role, and
encourages others’ contributions. This person creates new relationships quickly and confidently,
effectively manages conflict, accepts and appreciates other people, promotes diversity, and
consults, listens and understands others.
At the same time, this priority is not only about getting along with others, but also about getting
things done. The digital high performer explains complex and technical issues to others in a
manner that is easily understood, authoritative and actionable for the business. He or she
establishes credibility, uses compelling insights to appeal to others and persuade them to adopt
a different point of view, and negotiates to gain agreement from others to achieve desired
outcomes.
Execution Excellence
Execution Excellence may seem to be an odd priority for digital talent. After all, in which
environments and business would execution not be a priority? Execution ranks high in almost
any organization, but it’s especially difficult and important in a digital business environment.
All three of the objectives above illustrate why execution is so challenging. These environments
are dynamic, ambiguous, information-rich, and interconnected. Staying focused on delivering
results is critical under any of these conditions. Yet, the level of competition and need for digital
businesses to continuously match or outpace their competition shows no signs of diminishing.
The pressure for continuous double-digit growth levels is enormous.
Our research shows that the primary competencies required for a strong execution focus are: 1)
decision making and 2) planning and organizing. An effective decision maker is an individual who
considers the relative costs and benefits of different actions to choose the most appropriate one,
acts decisively, takes accountability for outcomes even when things go wrong, and is comfortable
making difficult decisions. Once decisions are made, the digitally proficient employee breaks
down work into manageable activities, prioritize those activities, develops detailed plans, makes
progress against deadlines while working on several activities simultaneously. He or she gets the
job done, whether alone or, as mentioned earlier, through others.
Special Focus: Digital Leaders

How about leaders? Does the digital business environment create the same requirements for
leaders? The need for great leadership is higher than ever, yet most leaders are failing to deliver.
Only 13% of HR leaders report that their organizations have strong leadership benches to address
future competitive pressures.xx Nowhere is competitive pressure higher than in the arena of digital
products and services. And, according to SHL research, two-thirds of leaders are not adapting
quickly enough to meet their strategic or business goals.xxi
We recently conducted one of the largest and most comprehensive studies of what predicts
leader success in today’s work environment and found that the ideal mix of attributes to drive
leader success depends on the situation and the contextual challenges they will face in their role.
This award-winning research uncovered contextual leadership challenges critical to making or
breaking leaders’ performance – and that leaders with certain attributes are likely to be more
successful with some challenges and less with others. Depending on the business and the type of
digitalization, many of those contextual challenges will be particularly relevant to the performance
of its leaders. These include challenges such as:
●● Deliver Rapidly Changing Products, Services, and Processes
●● Achieve Growth Through Innovation
●● Drive Creativity and Innovation
●● Design and Drive New Strategies
●● Deliver in High Risk-Taking Contexts
●● Deliver in Highly Uncertain, Ambiguous Contexts
Further, our research has found that, if organizations match leaders to the digital challenges they
face, they are able to predict, with up to 3x more certainty, which leaders will succeed. When
assessing leader potential for making near-term placement and development decisions in particular,
applying a contextual lens is key to overcoming leader underperformance in digital businesses.
What about the four digital talent objectives? Do they apply to leaders also? Yes, but not in exactly
the same way as the rest of the workforce. First, it is important to recognize that leaders need to
effectively manage others who are digitally proficient and enable the teams they lead to succeed in
high change environments. In that regard, they must help attract, retain, and manage employees
who will be effective in those areas. Leaders also make many of the investment decisions around
the digital technologies their teams use to collaborate and accomplish their work.
Second, while all four digital talent objectives matter for leaders themselves, Network Performance is
the objective of greatest importance for their own success since their work is largely about building,
enhancing, and managing relationships inside and outside their organizations. SHL and Gartner
research has identified leaders who perform well in this area as “Enterprise Leaders” for their ability to
contribute to, and use the contributions of, other leaders and their own teams. xxii As shown in Figure 3,
Enterprise Leaders are significantly more likely to be strong performers in highly digital environments
(83% of these leaders are considered “superior performers”, on average across organizations). xxiii
Figure 3: Percentage of Leaders Achieving Superior Performance in a High Digital Environment.
90%
83%
45%
45%
0%
All Leaders in a high Enterprise Leaders in a
digital environment high digital environment
Note: superior performance = leaders receiving score of 4 or higher on a scale 1-5; combined manager and team ratings.
Source: Gartner, Leadership in the Digital Age, 2017.
Enterprise Leaders deliver the results their organizations need to achieve their digital growth goals.
They can boost business unit revenue growth rates of up to 12%, improve customer satisfaction by
20%, and increase innovation by 68%.
Ensuring Digitally Proficient Talent

All organizations need to ensure that they have high-performing digitally proficient talent that will
enable them to achieve both today’s and tomorrow’s business objectives. While this may seem to
be a daunting task, it can be done when the necessary building blocks are in place. And, the good
news is that these building blocks in many ways are the same investments and resources that
have been essential in the past. The following are the most important steps for implementing the
necessary building blocks:
Step 1: Identify the Contexts of Your Digital Business Environment

The digital business environment poses different contextual challenges for each organization.
Begin by getting a clear view of the digital contexts in which employees and leaders in your
organization need to perform. These are usually defined the by the digital business model and
strategies of your organization. Most roles will share similar contexts because they encompass
the entire organization; some roles will have a specific set of contexts unique to their particular
objectives. Contexts do change occasionally, but the most important ones (such as your industry
sector) don’t change very often.
Step 2: Determine the Competencies for Your Digital Contexts

Earlier we identified the competencies required to succeed against the four digital talent objectives.
Although they will be relevant for nearly every role in your organization, the relative importance of
each will vary according to the contexts that matter for each role. This is nothing more than doing
a good job analysis for your roles. Ensure that the job analysis is grounded in a strong competency
model that defines what makes for good talent in any given role, function, or geography and is
proven to drive business outcomes. The competency model should also allow you to compare
talent across roles within your organization, and benchmark them against talent in your industry
and labor markets. (For Digital Leaders, see the SHL and Gartner Enterprise Leadership Model for
an existing framework aligned with the competencies for Digital Proficiency.) xxiv
Step 3: Identify, Assess, Select, Develop, and Accelerate Your Digital Talent
Design and implement talent management strategies, processes, and systems to enable your
employees to perform in your digital environment. Constantly changing business priorities
and work environments call for processes and tools that are nimble and flexible to help your
employees be equally nimble and flexible. Invest in assessment and development solutions that
can continually align and adapt employees and processes to changing work requirements, provide
precise data-driven insights, and yield demonstrable results. Objectively assess each person in a
holistic way, looking at their potential, experience, behaviors and readiness for each contextual
challenge, while providing a terrific user experience.
Step 4: Measure and Demonstrate Business Impact

Don’t overlook the need to identify the business objectives of each strategy and track the business
impact of the solutions you implemented in the previous step. Use analytics to expand beyond a
static view of key metrics, trouble spots and year-over-year comparisons and determine exactly
where and when to focus efforts to improve the business. Invest in teams that have the necessary
quantitative and statistical skills and are experts at using predictive people data. Then, translate
the results into narratives or stories that are framed around actual business strategies and
connected to real decisions and actions.
The Digital Era is Now

In today’s innovation-focused, increasingly digital world, organizations need employees and
leaders who are digitally proficient. They don’t need “new” talent per se, but people who can
apply their skills and competencies to new digital contexts. These individuals can work with
information, analyze themes and trends, and contextualize and propose solutions. They have
critical thinking skills as well as the ability to collaborate, communicate and work effectively in
nimble, cross-functional teams. They are network performers focused on excellent execution and
producing results.
The importance and urgency of ensuring that your digitally proficient talent is productive and
driving business growth should not be underestimated. The digital era is already here. And, the
cost of poor people decisions can be significant. Bad hires can cost up to several times their actual
salary—when taking into consideration lost productivity, the negative impact on their peers and
teams, and their heightened likelihood of turnover. Even just 10 bad leader placement decisions
can cost organizations well over $1 million each year. The key to making high ROI people decisions
and realizing the value of digitally proficient talent is moving from human judgment and intuition
to objective, science-based people insight.
About SHL
SHL is the global leader in talent innovation, helping companies transform productivity through
deeper people insight. Powering the future of business, our data and tools are proven to drive
stronger, more sustainable business outcomes. Our assessment science, benchmark data, and
analytics empower leaders and their teams to make confident, data-driven people decisions, when
it matters most – transforming the way organizations recruit, manage, and develop talent. With
40 years of talent expertise, SHL is a trusted technology partner to more than 10,000 companies
worldwide. We work with companies of all sizes in every industry across more than 150 countries,
including 50% of the Fortune Global 500 and 80% of the FTSE 100.
Appendix: UCF Competency Mapping

The following table provides a complete mapping of the Digital Talent Objectives to the
Universal Competency Framework™ (UCF) dimensions.
Digital Talent Primary UCF Competencies Description of Competencies

Objectives
Continuous Learning Efficiently acquires new knowledge and learns new skills; can work productively
Learning and in uncertain environments where roles and work are not clearly defined; finds
Creativity and Innovation
Innovation opportunities in ambiguity; embraces and can adapt to change, and remains calm
Strategic Thinking during periods of uncertainty; leans on credible sources to anticipate, act against, and
Adaptability reflect on past experiences within the organization
Applies original and innovative thinking to produce new ideas and create innovative
products; questions assumptions and imagines future possibilities. Thinks broadly and
considers important issues that impact success today and in the future; proactively seeks
opportunities to introduce change; develops strategies to achieve critical outcomes.
Insightful Applying Expertise and Technology Is able to use information and communication technologies to identify, find, evaluate,
Analytics create, and communicate information. Quickly combines and organizes information
Critical Thinking
into meaningful patterns, differentiates key elements from the irrelevant, identifies
underlying relationships, causes, and effects, and combines pieces of information to
form conclusions or general rules; can systematically and analytically challenge data
and use judgment to counterbalance against his or her own intuition.
Network Collaboration Promotes and facilitates coordination and cooperation among individuals; possesses
Performance knowledge of others’ work; creates new value for the organization by encouraging
Building Relationships
others’ contributions. Prioritises meeting customer needs. Creates relationships with
Influence new acquaintances quickly and confidently. Adapts approach to interact effectively
Communication (Oral and Written) with others; effectively manages conflict; helps others succeed.
Accepts and appreciates other people; demonstrates courtesy and compassion;
supports, encourages, and thanks others; consults, listens and understands others;
promotes diversity and builds morale, team spirit, and collaboration.
Conveys complex and technical issues to diverse audiences, orally and in writing, in
a manner that is easily understood, authoritative, and actionable for the business;
actively listens to others’ input. Establishes credibility and uses compelling insights
to appeal to others’ needs and persuade them to a different point of view; navigates
political situations and negotiates to gain agreement from others and achieve desired
outcomes.
Execution Decision Making Considers the relative costs and benefits of potential actions to choose the most
Excellence appropriate one, acts decisively and swiftly, takes on responsible roles and
Planning and Organizing
accountability for outcomes even when things go wrong, and is comfortable making
Delivering Results difficult decisions.
Initiative Breaks down work into manageable parts, assesses the priority and time required
to complete each part; develops detailed plans, completes tasks in logical order, and
delivers work products on time; monitors progress against deadlines; is able to work
on several tasks simultaneously and pay attention to various sources of information
at once. Invests effort into achieving work goals, works well without supervision, and
seeks additional work and proactively takes on new responsibilities.
i
Gartner, Defining Digitalization: Creating a Common Vision, 2017.
ii
Gartner, Leadership in the Digital Age, 2017.
iii
Gartner, Defining Digitalization: Creating a Common Vision, 2017.
iv
SHL, Global Assessment Trends Report, 2018.
v
Gartner, The End of Agility, 2016.
vi
Gartner, The End of Agility, 2016.
vii
Gartner, Developing Senior Leaders for the New Work Environment, 2014.
viii
SHL, High-Potential Assessment Solution Technical Manual, 2016.
ix
World Economic Forum, The Future of Jobs Report 2018, Gartner, Workforce of the Future: How Will Emerging Skills
and Converging Roles Impact Talent Strategy?. 2018.
x
Gartner, Survey Analysis: Digital Workers Offer a Reality Check on the Digital Workplace, 2018.
xi
World Economic Forum, The Future of Jobs Report 2018, C. McClelland. “The Impact of Artificial Intelligence —
Widespread Job Losses.” IoT For All, 2017. A. Kharpal. “A.I. Will Create More Jobs That Can’t Be Filled, Not Mass
Unemployment, Alphabet’s Eric Schmidt Says.” CNBC, 2017.
xii
Aon, New model and assessments help employers recruit for digital readiness, 2018. Gartner, Deliver Digital
Business Results by Boosting Workforce Digital Dexterity, 2017. The Guardian, Ofcom: six-year-olds understand
digital technology better than adults, 2014. CarnegieUK, Digital Savvy Citizens, 2017.
xiii
Center for Creative Leadership. Learning About Learning Agility, 2014. Bughin, Jacques, Catlin, B., Hall, B., and van
Zeebroeck, N., “Improving Your Digital Intelligence”, MIT Sloan Review, 2017.
xiv
Gartner, Driving Breakthrough Performance in the New Work Environment, 2014.
xv
The Future of Jobs Report 2018, World Economic Forum, 2018.
xvi
Behrens, Shirley. 1994. A conceptual Analysis and Historical Overview of Information Literacy. College and Research
Libraries. 55: 309-22.
xvii
Gilster, Paul. 1997. Digital Literacy. New York: Wiley.
xviii
ALA OITP Task Force. 2013. “Digital Literacy, Libraries, and Public Policy: Report of the Office for Information
Technology Policy’s Digital Literacy Task Force.”
xix
Gartner, Driving Breakthrough Performance in the New Work Environment, 2012.
xx
Gartner, Improving Leadership Bench Strength, 2017.
xxi
SHL, The Power of Context in Driving Leader Success, 2017.
xxii
SHL, Enterprise Leadership Report Technical Manual, 2016.
xxiii
Gartner, Leadership in the Digital Age, 2017.
xxiv
SHL, Enterprise Leadership Report Technical Manual, 2016.

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Talent in the

Attracting, retaining, and

The Future of Work in a Digital Era

Figure 1: Characteristics of High Digital Environment

1 High degree of change Competitors’ strategies are constantly changing.

Introducing or significantly improving a process or product in a way that changes

Source: Gartner, Leadership in the Digital Age, 2017

Three Digitalization Myths

Digital Talent Myths

Digital Proficiency: New Talent or New Contexts?

Table 1: Profile of Digital Proficiency

Digital Talent Objectives Digitalization’s Impact Key Competencies*

Network Performance The increased interdependence of work and stronger emphasis on

* From SHL’s Universal Competency Framework™.

Continuous Learning and Innovation

Figure 2: Relative Importance of Network Performance for Business Unit Profitability

n (2002) = 13,047; n (2012) = 23,339

Special Focus: Digital Leaders

Figure 3: Percentage of Leaders Achieving Superior Performance in a High Digital Environment.

Ensuring Digitally Proficient Talent

Step 1: Identify the Contexts of Your Digital Business Environment

Step 2: Determine the Competencies for Your Digital Contexts

Step 4: Measure and Demonstrate Business Impact

The Digital Era is Now

Appendix: UCF Competency Mapping

Digital Talent Primary UCF Competencies Description of Competencies

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